Asish K Bhattacharyya

Reimagining CSR

For long it was considered that a company is collective of shareholders and, therefore, the best interest of shareholders is the best interest of the company

Challenging time for board of directors amid coronavirus outbreak

The board should immediately address the issue of succession for the CEO and other critical positions to ensure a seamless continuation of each critical function

Split CMD position: Medicine without ailment?

Appointment of a lead independent director might be a better option than mandating separation of the positions of chairperson and MD/CEO

Run business schools like businesses

The one-size-fits-all approach adopted by the AICTE is not suitable for regulating business schools in India

Question mark over independence of IndiGo chairman

Under the law, the chairperson of the board does not enjoy any special power, unless the Articles of Association confers casting vote

Auditor: A watchful guardian

The auditing profession should consider whether some elements of forensic audit be included in audit procedures

Grounding of Jet Airways: Misgovernance of family business

Expropriation of shareholders' wealth cannot be detected by applying audit procedures

New rules for lease accounting

The current practice is that the lessee classifies leases into operating lease and finance lease

Corporate governance: More rules won't help

Strict enforcement of independent director's accountability for omission and commission of company drives away 'good' independent directors

Two decades of corporate governance law

Indian corporate governance reforms have kept pace with those in advanced nations, but the quality of corporate governance, in terms of compliance, has not improved

Auditing is an age-old profession - what is in the future?

The moot question is whether all these measures will improve audit quality

Corporate governance - Do we require new rules?

In most family businesses, power is tilted towards controlling shareholder or management. So, the board is ineffective. This can't change soon

Narayana Murthy's regret - reflection on board structure

Regret comes from his displeasure that board failed to uphold culture, values he established

Should employees get primacy in corporate governance?

Employees, who are unable to acquire new skills, are losing jobs

Independent directors: An inherently weak institution

The most important role of independent directors is to protect the interest of non-controlling shareholders

Managing complexities in corporate governance

With hindsight, some strategic choices made by the Tata group appear to be wrong

Rotation of auditors and its side effects

Tendering is the right method to search for the right audit firm. This increases choice and reduces auditing cost through competition

Boards must adopt Integrated Reporting Framework

The traditional mindset of focusing on shareholder value, financial information, quantitative data and hierarchical leadership style make adoption of integrated thinking difficult

Boards should focus on disclosures, auditors' independence

Investors and other stakeholders are not so concerned about what happens within the board. They evaluate the quality of corporate governance by tracking signals

Internal audit is effective when independent of management

The management has an inherent temptation to filter audit reports before submitting those to the audit committee